Kanban
Also known as: Kanban Method, Pull System, Visual Workflow Management
A visual workflow management method that uses boards, cards, and work-in-progress limits to optimize the flow of work through a system, enabling teams to deliver continuously without the structure of fixed-length sprints.
Quick Reference
Memory Aid
Visualize. Limit WIP. Manage flow. Stop starting, start finishing.
TL;DR
Visualize your workflow on a board. Limit work in progress in each stage. Pull new work only when capacity opens. Track flow metrics and continuously improve.
What Is Kanban?
Kanban visualizes your work on a board with columns (To Do, In Progress, Done). You limit how many items can be 'In Progress' at once, which prevents overload and keeps work flowing. New work is pulled in only when capacity opens up.
Kanban is not a software development lifecycle methodology or a project management approach. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.
— David J. Anderson, 'Kanban: Successful Evolutionary Change for Your Technology Business'
The Kanban Method is built on four foundational principles: start with what you do now, agree to pursue incremental change, respect the current process and roles, and encourage acts of leadership at all levels. It has six core practices: visualize the workflow, limit work in progress (WIP), manage flow, make process policies explicit, implement feedback loops, and improve collaboratively. Unlike Scrum, Kanban doesn't prescribe roles, ceremonies, or time-boxes — it overlays onto existing processes.
Kanban Board
A visual board showing work flowing through stages with WIP limits constraining each column.
Backlog
Prioritized work queue
Selected (3)
WIP limit: 3
In Progress (4)
WIP limit: 4
Review (2)
WIP limit: 2
Done
Completed work
Origin & Context
Physical kanban cards were used at Toyota since the 1950s. David Anderson adapted the concept for knowledge work in 2007, creating the Kanban Method for software development and service delivery.
Core Components
Visual Board
A board showing all work items, their status, and their flow through the process.
Example
A board with columns: Backlog | Selected (3) | In Dev (4) | In Review (2) | Done. Numbers in parentheses are WIP limits.
WIP Limits
Constraints on how many items can be in each stage simultaneously.
Example
Setting a WIP limit of 3 for 'In Development' means no new work starts until a current item moves to the next stage.
Flow Metrics
Measurements like lead time, cycle time, and throughput that indicate system health.
Example
Tracking that average cycle time (start to done) is 5 days, with a target of reducing it to 3 days.
Pull System
Work is pulled into a stage when capacity is available, not pushed by upstream stages.
Example
A developer finishes an item and pulls the next highest-priority item from the 'Selected' column.
Did You Know?
The word 'Kanban' literally means 'visual signal' or 'card' in Japanese. Taiichi Ohno developed the system at Toyota in the 1940s after being inspired by how American supermarkets restocked shelves — only replenishing when items were pulled by customers, not pushed by suppliers.
When to Use Kanban
Operations and support teams
Problem it solves: Teams handling continuous, unpredictable work (support tickets, ops tasks) can't plan sprints but need flow management.
Real-World Application
A DevOps team uses Kanban to manage a mix of incidents, change requests, and improvements, with WIP limits ensuring urgent incidents get immediate attention without overloading the team.
Teams transitioning from ad-hoc to managed work
Problem it solves: Kanban's 'start with what you do now' principle makes it the gentlest introduction to structured work management.
Real-World Application
A marketing team overwhelmed by competing requests implemented Kanban, reducing their average delivery time from 3 weeks to 8 days by limiting WIP to 5 items.
Stop starting, start finishing. The most counterintuitive Kanban principle is that limiting WIP actually increases throughput. By focusing on fewer items, each one finishes faster.
How to Apply Kanban: Step by Step
Before You Start
- →A team doing work that flows through stages
- →A physical or digital board
- →Willingness to limit work in progress
Visualize Your Workflow
Create a board with columns representing your actual process stages.
Tips
- ✓Map your real process, not an idealized one
Common Mistakes
- ✗Using generic columns instead of your actual workflow stages
Set WIP Limits
Place a limit on how many items can be in each column.
Tips
- ✓Start with WIP = number of people in the stage, then adjust down
Common Mistakes
- ✗Setting WIP limits too high (no constraint) or too low (constant blocking)
Manage Flow
Monitor flow metrics and address blockers and bottlenecks.
Tips
- ✓Track cycle time and look for items that are stuck
Common Mistakes
- ✗Ignoring WIP limits when pressure mounts — this defeats the purpose
Improve Continuously
Use flow data to identify improvement opportunities.
Tips
- ✓Review flow metrics weekly and experiment with process changes
Common Mistakes
- ✗Not measuring — you can't improve what you don't measure
Value & Outcomes
Primary Benefit
Optimizes work flow and reduces delivery time by limiting work in progress.
Additional Benefits
- ✓Easy to adopt — starts with your current process
- ✓Makes work and bottlenecks visible
- ✓No prescribed roles or ceremonies to adopt
What You'll Learn
- →How to visualize and manage workflow
- →How WIP limits improve throughput
Typical Outcomes
Best Practices
📋 Preparation
- •Map your actual workflow before creating the board
- •Get team agreement on WIP limits
🚀 Execution
- •Respect WIP limits — they're the core mechanism
- •Pull, don't push — let downstream stages pull work
🔄 Follow-Up
- •Track and review flow metrics regularly
- •Adjust WIP limits based on data
💎 Pro Tips
- •When everything is urgent, nothing is urgent. Use classes of service (expedite, standard, fixed date) to manage priority without making everything 'high priority'
WIP limits create a tension that surfaces systemic problems. When work piles up at a WIP limit, it reveals a bottleneck that needs to be addressed — this is a feature, not a bug.
Microsoft's Kanban Transformation
Microsoft's Xbox Engineering team adopted Kanban after struggling with Scrum's fixed sprints. By implementing WIP limits and focusing on flow, they reduced their average lead time from 155 days to 52 days — a 66% improvement — while increasing throughput by over 200%.
Limitations & Pitfalls
Doesn't prescribe planning or estimation practices
Mitigation: Add sprint planning or other planning mechanisms if needed
Can lack structure for teams that need more ceremony
Mitigation: Combine with Scrum practices (Scrumban) for more structure
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